terça-feira, 11 de setembro de 2018 12:35

The operations function is one of the three core functions of any organization. These are:

● the marketing (including sales) function – which is responsible for communicating the organization’s services
and products to its markets in order to generate customer requests;
● the product/service development function – which is responsible for coming up with new and modified
services and products in order to generate future customer requests;
● the operations function – which is responsible for the creation and delivery of services and products based
on customer requests.

✽ Operations principle
Operations managers need to co-operate with other functions to ensure effective organizational performance.
✽ Operations principle
All processes have inputs of transforming and transformed resources that they use to create products and
services.
INPUTS: materials, information, customers
✽ Operations principle
Transformed resource inputs to a process are materials, information or customers.
✽ Operations principle
All processes have transforming resources of facilities (equipmen
TRANSFORMATION: facilities, staff
OUTPUT: products, services

OPERATIONS PROCESSES HAVE DIFFERENT CHARACTERISTICS

● The volume of their output;

● The variety of their output;
● The variation in the demand for their output;
● The degree of visibility which customers have of the creation of their output

✽ Operations principle
The way in which processes need to be managed is influenced by volume, variety, variation and visibility.
✽ Operations principle
Operations and processes can (other things being equal) reduce their costs by increasing volume, reducing
variety, reducing variation, and reducing visibility.
✽ Operations principle
Operations management activities can be grouped into four broad categories, directing the overall strategy of
the operation, designing the operation’s products, services and processes, planning and controlling delivery,
and developing performance.

❯ What is operations management?

● Operations management is the activity of managing the resources which are devoted to the creation and
delivery of services and products. It is one of the core functions of any business, although it may not be called
operations management in some industries.
● Operations management is concerned with managing processes. And all processes have internal customers
and suppliers. But all management functions also have processes. Therefore, operations management has
relevance for all managers.

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❯ Why is operations management important in all types of organization?
● Operations management uses the organization’s resources to create outputs that fulfi l defi ned market
requirements. This is the fundamental activity of any type of enterprise.
● Operations management is increasingly important because today’s business environment requires new
thinking from operations managers.

❯ What is the input–transformation–output process?

● All operations can be modelled as input–transformation–output processes. They all have inputs of
transforming resources, which are usually divided into ‘facilities’ and ‘staff ’, and transformed resources, which
are some mixture of materials, information and customers.
● Most operations create and deliver a combination of services and products, rather than being a ‘pure’
service or ‘product’ operation.

❯ What is the process hierarchy?

● All operations are part of a larger supply network which, through the individual contributions of each
operation, satisfi es end customer requirements.
● All operations are made up of processes that form a network of internal customer–supplier relationships
within the operation.
● End-to-end business processes that satisfy customer needs often cut across functionally based processes.

❯ How do operations processes have different characteristics?

● Operations differ in terms of their volume of their outputs, the variety of outputs, the variation in demand
for their outputs, and the degree of ‘visibility’ they have.
● High volume, low variety, low variation and low customer ‘visibility’ are usually associated with low cost.

❯ What do operations managers do?

● Responsibilities can be classed in four categories – direct, design, deliver, and develop.
● Direct includes understanding relevant performance objectives and setting an operations strategy.
● Design includes the design of the operation and its processes and the design of its services and products.
● Delivery includes the planning and controlling of the activities of the operation.
● Develop includes the improvement of the operation over time.

✽ Operations principle
All operations should be expected to contribute to their business by controlling costs, increasing revenue,
reducing risks, making investment more effective and growing long-term capabilities
✽ Operations principle
Operations performance objectives can be grouped together as quality, speed, dependability, flexibility and
cost.

WHY IS QUALITY IMPORTANT?

By ‘doing things right’, operations seek to influence the quality of the company’s goods and services.
Quality reduces costs
Quality increases dependability

WHY IS SPEED IMPORTANT?

By ‘doing things fast’, operations seek to influence the speed with which goods and services are delivered.
Speed reduces inventories
Speed reduces risks

WHY IS DEPENDABILITY IMPORTANT?

Dependability means doing things in time for customers to receive their goods or services exactly when they
are needed, or at least when they were promised. By ‘doing things on time’, operations seek to influence the
dependability of the delivery of goods and services.
Dependability saves time

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Dependability saves time
Dependability saves money
Dependability gives stability

WHY IS FLEXIBILITY IMPORTANT?

By ‘changing what they do’, operations seek to influence the flexibility with which the company produces
goods and services.
● product/service flexibility
● mix flexibility
● volume flexibility
● delivery flexibility
Flexibility speeds up response
Flexibility saves time
Flexibility maintains dependability
Flexibility maintains dependability

WHY IS COST IMPORTANT?

By ‘doing things cheaply’, operations seek to influence the cost of the company’s goods and services.

Improving productivity
One obvious way of improving an operation’s productivity is to reduce the cost of its inputs while maintaining
the level of its outputs.

Cost reduction through internal effectiveness

● High-quality operations do not waste time or effort having to re-do things, nor are their internal customers
inconvenienced by flawed service.
● Fast operations reduce the level of in-process inventory between processes as well as reducing
administrative overheads.
● Dependable operations do not spring any unwelcome surprises on their internal customers. They can be
relied on to deliver exactly as planned. This eliminates wasteful disruption and allows the other processes to
operate efficiently.
● Flexible operations adapt to changing circumstances quickly and without disrupting the rest of the
operation. Flexible processes can also change over between tasks quickly and without wasting time and
capacity.

The polar representation of performance objectives

TRADE-OFFS BETWEEN PERFORMANCE OBJECTIVES

Trade-offs are the extent to which improvements in one performance objective can be achieved by sacrifi cing
performance in others. The ‘effi cient frontier’ concept is a useful approach to articulating trade-offs and
distinguishes between repositioning performance on the effi cient frontier and improving performance by
overcoming trade-offs.
✽ Operations principle
In the short term, operations cannot achieve outstanding performance in all its operations objectives.

THE EFFICIENT FRONTIER

✽ Operations principle
Operations that lie on the ‘efficient frontier’ have performance levels that dominate those which do not.
✽ Operations principle
An operation’s improvement path can be described in terms of repositioning and/or overcoming its
performance trade-offs.

WHAT IS STRATEGY AND WHAT IS OPERATIONS STRATEGY?

● Setting broad objectives that direct an enterprise towards its overall goal.
● Planning the path (in general rather than specific terms) that will achieve these goals.
● Stressing long-term rather than short-term objectives.

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● Stressing long-term rather than short-term objectives.
● Dealing with the total picture rather than stressing individual activities.
● Being detached from, and above, the confusion and distractions of day-to-day activities.

THE MARKET REQUIREMENTS AND OPERATIONS RESOURCES PERSPECTIVES

Operations seek to satisfy customers through developing their five performance objectives.
✽ Operations principle
Operations strategy should reflect the requirements of the business’s markets.

ORDER-WINNING AND QUALIFYING OBJECTIVES

Order-winning factors are those things which directly and significantly contribute to winning business. They
are regarded by customers as key reasons for purchasing the product or service. Raising performance in an
order-winning factor will either result in more business or improve the chances of gaining more business.
Qualifying factors may not be the major competitive determinants of success, but are important in another
way. They are those aspects of competitiveness where the operation’s performance has to be above a
particular level just to be considered by the customer.
Different customer needs imply different objectives

The product/service life cycle influence on performance objectives

HOW CAN AN OPERATIONS STRATEGY BE PUT TOGETHER?

✽ Operations principle
The process of operation strategy involves formulation, implementation, monitoring and control.
✽ Operations principle
Operations strategies should be comprehensive, coherent, correspond to stated objectives and identify the
critical issues.

DESIGN

❯ What is process design?

● Design is the activity which shapes the physical form and purpose of both products and services and
the processes that produce them.
● This design activity is more likely to be successful if the complementary activities of product or service
design and process design are coordinated.

❯ What objectives should process design have?

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❯ What objectives should process design have?
● The overall purpose of process design is to meet the needs of customers through achieving
appropriate levels of quality, speed, dependability, fl exibility and cost.
● The design activity must also take account of environmental issues. These include examination of the
source and suitability of materials, the sources and quantities of energy consumed, the amount and type
of waste material, the life of the product itself, and the end-of-life state of the product.

Little’s law
This mathematical relationship (throughput time = work-in-progress * cycle time) is called Little’s law. It
is simple but very useful, and it works for any stable process.

1. For example, suppose it is decided that in a new sandwich assembly and sales process, the average
number of customers in the process should be limited to around ten and the maximum time a customer
is in the process should be on average four minutes. If the time to assemble and sell a sandwich (from
customer request to the customer leaving the process) in the new process has been reduced to 1.2
minutes, how many staff should be serving?

That is, a customer should emerge from the process every 0.4 minutes, on average. Given that an
individual can be served in 1.2 minutes:

In other words, three servers would serve three customers in 1.2 minutes. Or one customer in 0.4
minute.

2. Every year it was the same. All the workstations in the building had to be renovated (tested, new
software installed, etc.) and there was only one week in which to do it. The one week fell in the middle
of the August vacation period when the renovation process would cause minimum disruption to normal
working. Last year the company’s 500 workstations had all been renovated within one working week (40
hours). Each renovation last year took on average 2 hours and 25 technicians had completed the process
within the week. This year there would be 530 workstations to renovate but the company’s IT support
unit had devised a faster testing and renovation routine that would only take on average 1 and a half
hours instead of 2 hours. How many technicians will be needed this year to complete the renovation
processes within the week?

Last year:
Work-in-progress (WIP) = 500 work stations
Time available (Tt) = 40 hours
Average time to renovate = 2 hours
Therefore throughput rate (Tr) = 1 / 2 hours per technician = 0.5N where N = Number of technicians

Little's law:
WIP = Tt * Tr 500 = 40 * 0.5N N = 500 / 40 * 0.5 = 25 technicians

This year:
Work-in-progress (WIP) = 530 workstations
Time available = 40 hours

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Time available = 40 hours
Average time to renovate = 1.5 hours
Throughput rate Tr = 1 / 1.5 per technician = 0.67N where N = Number of technicians

Little's law:
WIP = Tt * Tr
530 = 40 * 0.67N
N = 530 / 40 * 0.67 = 19.88 (say 20) technicians

The effects of process variability

✽ Operations principle
Variability in a process acts to reduce its efficiency.

SUPPLY NETWORK DESIGN

✽ Operations principle
A supply network perspective helps to make sense of competitive, relationship, and longer-term
operations issues.

Supplier's supplier -> Supplier (internal or external) -> Company -> Customer (internal or external) ->
Customer's customer

❯ What is involved in configuring a supply network?

● There are two main issues involved in confi guring the supply network. The fi rst concerns the overall
shape of the supply network. The second concerns the nature and extent of outsourcing or vertical
integration .
● Changing the shape of the supply network may involve reducing the number of suppliers to the
operation so as to develop closer relationships, and bypassing or disintermediating operations in the
network.
● Outsourcing or vertical integration concerns the nature of the ownership of the operations within a
supply network. The direction of vertical integration refers to whether an organization wants to own
operations on its supply side or demand side (backwards or forwards integration). The extent of vertical
integration relates to whether an organization wants to own a wide span of the stage in the supply
network. The balance of vertical integration refers to whether operations can trade with only their
vertically integrated partners or with any other organizations.

DELIVER–PLANNING AND CONTROLLING OPERATIONS

WHAT IS PLANNING AND CONTROL?

✽ Operations principle
Planning and control involves scheduling, co-ordinating and organizing operations activities.
✽ Operations principle
Planning and control are separate but closely related activities.

The volume–variety effect on planning and control

Operations which produce a high variety of services or products in relatively low volume will have
customers with different requirements and use different processes from operations which create
standardized services or products in high volume.
✽ Operations principle
The volume–variety characteristics of an operation will affect its planning and control activities.

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THE EFFECT OF SUPPLY AND DEMAND ON PLANNING AND CONTROL
✽ Operations principle
Planning and control systems should be able to cope with uncertainty in demand.

Dependent and independent demand

Some operations can predict demand with relative certainty because demand for their services or
products is dependent upon some other factor which is known. This is known as dependent demand.
Planning and control in dependent demand situations is largely concerned with how the operation
should respond when demand has occurred.
By contrast, some operations are subject to independent demand. They need to supply future demand
without knowing exactly what that demand will be; or in the terminology of planning and control, they
do not have firm ‘forward visibility’ of customer orders.

Responding to demand
It is clear then that the nature of planning and control in any operation will depend how it responds to
demand, which is in turn related to the type of services or products it produces.
✽ Operations principle
The planning and control activity will vary depending on how much work is done before demand is
known -> MTS, ATO, MTO

PLANNING AND CONTROL ACTIVITIES

✽ Operations principle
Planning and control activities include loading, sequencing, scheduling, and monitoring and control.

Loading
Loading is the amount of work that is allocated to a work centre.

Finite loading: Finite loading is an approach which only allocates work to a work centre (a person, a
machine, or perhaps a group of people or machines) up to a set limit.
● it is possible to limit the load
● it is necessary to limit the load
● the cost of limiting the load is not prohibitive

Infinite loading: Infinite loading is an approach to loading work which does not limit accepting work, but
instead tries to cope with it.
● it is not possible to limit the load
● it is not necessary to limit the load
● the cost of limiting the load is prohibitive

Sequencing
When work arrives, decisions must be taken on the order in which the work will be tackled. This activity
is termed ‘sequencing’.

Physical constraints: The physical nature of the inputs being processed may determine the priority of
work. For example, in an operation using paints or dyes, lighter shades will be sequenced before darker
shades. Sometimes the mix of work arriving at a part of an operation may determine the priority given
to jobs. For example, when fabric is cut to a required size and shape in garment manufacture, the
surplus fabric would be wasted if not used for another product.

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surplus fabric would be wasted if not used for another product.

Customer priority: Operations will sometimes use customer priority sequencing, which allows an
important or aggrieved customer, or item, to be ‘processed’ prior to others, irrespective of the order of
arrival of the customer or item. This approach is typically used by operations whose customer base is
skewed, containing a mass of small customers and a few large, very important customers. Some banks,
for example, give priority to important customers.

Due date (DD): Prioritizing by due date means that work is sequenced according to when it is ‘due’ for
delivery, irrespective of the size of each job or the importance of each customer.

Last in first out (LIFO): Last in first out (LIFO) is a method of sequencing usually selected for practical
reasons. For example, unloading an elevator is more convenient on a LIFO basis, as there is only one
entrance and exit.

First in first out (FIFO) : For example, UK passport offices receive mail, and sort it according to the day
when it arrived. They work through the mail, opening it in sequence, and process the passport
applications in order of arrival.

Longest operation time (LOT): although longest operation time sequencing keeps utilization high, this
rule does not take into account delivery speed, reliability or flexibility. Indeed, it may work directly
against these performance objectives.

Shortest operation time first (SOT): Most operations at some stage become cash constrained. In these
situations, the sequencing rules may be adjusted to tackle short jobs first; However, it may adversely
affect total productivity and can damage service to larger customers.

Judging sequencing rules: All five performance objectives, or some variant of them, could be used to
judge the effectiveness of sequencing rules. However, the objectives of dependability, speed and cost
are particularly important.

Scheduling
✽ Operations principle
An operation’s planning and control system should allow for the effects of alternative schedules to be
assessed

CAPACITY MANAGEMENT
✽ Operations principle
Any measure of capacity should reflect the ability of an operation or process to supply demand
✽ Operations principle
Capacity management decisions should reflect both predictable and unpredictable variations in capacity
and demand.

The objectives of capacity management

● Costs
● Revenues
● Working capital
● Quality
● Speed
● Dependability
● Flexibility

The steps of capacity management

So the first step will be to measure the aggregate demand and capacity levels for the planning period.
The second step will be to identify the alternative capacity plans which could be adopted in response to
the demand fluctuations. The third step will be to choose the most appropriate capacity plan for their
circumstances.

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circumstances.

Forecasting demand fluctuations

● It is expressed in terms which are useful for capacity management.
● It is as accurate as possible.
● It gives an indication of relative uncertainty.

Seasonality of demand
Most markets are influenced by some kind of seasonality – that means that they vary depending on the
time of year. It may be demand seasonality or supply seasonality, but in many organizations, capacity
management is largely about coping with these seasonal fluctuations. These fluctuations in demand or
supply may be reasonably forecastable, but some are usually also affected by unexpected variations in
the weather and by changing economic conditions

COPING WITH DEMAND FLUCTUATION

✽ Operations principle
Capacity planning will use some mix of three ‘pure’ approaches, level capacity, chase demand, and
demand management.

Level capacity plan

In a level capacity plan, the processing capacity is set at a uniform level throughout the planning period,
regardless of the fluctuations in forecast demand. Level capacity plans of this type can achieve the
objectives of stable employment patterns, high process utilization, and usually also high productivity
with low unit costs. Unfortunately, they can also create considerable inventory which has to be financed
and stored.
✽ Operations principle
The higher the base level of capacity, the less capacity fluctuation is needed to satisfy demand.

Chase demand plan

The opposite of a level capacity plan is one which attempts to match capacity closely to the varying
levels of forecast demand. This is much more difficult to achieve than a level capacity plan, as different
numbers of staff, different working hours, and even different amounts of equipment may be necessary
in each period. For this reason, pure chase demand plans are unlikely to appeal to operations which
manufacture standard, non-perishable products.
- Methods of adjusting capacity: Overtime and idle time, Varying the size of the workforce, Using
part-time staff, Subcontracting
✽ Operations principle
There are always costs, as well as benefits, associated with changing capacity levels.

Mixed plans
Most operations managers are required simultaneously to reduce costs and inventory, to minimize
capital investment, and yet to provide a responsive and customer-orientated approach at all times. For
this reason, most organizations choose to follow a mixture of the three approaches

Yield management
In operations which have relatively fixed capacities, such as airlines and hotels, it is important to use the
capacity of the operation to maximize its potential to generate profit. One approach used by such
operations is called yield management. Yield management is especially useful where:
● capacity is relatively fixed;
● the market can be fairly clearly segmented;
● the service cannot be stored in any way;
● the services are sold in advance;
● the marginal cost of making a sale is relatively low.

Strategies:
● Over-booking capacity
● Price discounting

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● Price discounting
● Varying service types

INVENTORY MANAGEMENT
Inventory is a term we use to describe the accumulations of materials, customers or information as they
flow through processes or networks.
Inventories are often the result of uneven flows.

WHY SHOULD THERE BE ANY INVENTORY?

✽ Operations principle
Inventory should only accumulate when the advantages of having it outweigh its disadvantages.

- Physical inventory is an insurance against uncertainty

- Physical inventory can counteract a lack of flexibility
- Physical inventory allows operations to take advantage of short-term opportunities
- Physical inventory can be used to anticipate future demands
- Physical inventory can reduce overall costs (basis of the ‘economic order quantity’ (EOQ) -
approach)
- Physical inventory can increase in value
- Physical inventory fills the processing ‘pipeline’

Reducing physical inventory

The objective of most operations managers who manage physical inventories is to reduce the overall
level (and/or cost) of inventory whilst maintaining an acceptable level of customer service

Day-to-day inventory decisions

● How much to order
● When to order
● How to control the system

HOW MUCH TO ORDER – THE VOLUME DECISION

- Cost of placing the order
- Price discount costs
- Stock-out costs
- Working capital costs
- Storage costs
- Obsolescence costs
- Operating inefficiency costs

The economic order quantity (EOQ) formula

The most common approach to deciding how much of any particular item to order when stock needs
replenishing is called the economic order quantity (EOQ) approach. This approach attempts to find the
best balance between the advantages and disadvantages of holding stock.
To find out whether either of these plans, or some other plan, minimizes the total cost of stocking the
item, we need some further information, namely the total cost of holding one unit in stock for a period
of time ( h ) and the total costs of placing an order ( K ).

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Holding costs = h*y/2
Ordering costs = K*D/y
CT = h*y/2 + K*D/y

y* = sqrt(2*K*D/h)

Time between orders = y*/D

✽ Operations principle
For any stock replenishment activity there is a theoretical ‘optimum’ order quantity that minimizes total
inventory-related costs.

3. A building materials supplier obtains its bagged cement from a single supplier. Demand is reasonably
constant throughout the year, and last year the company sold 2,000 tonnes of this product. It estimates
the costs of placing an order at around £25 each time an order is placed, and calculates that the annual
cost of holding inventory is 20 per cent of purchase cost. The company purchases the cement at £60 per
tonne. How much should the company order at a time?

After calculating the EOQ the operations manager feels that placing an order for 91.287 tonnes exactly
seems somewhat over-precise. Why not order a convenient 100 tonnes?

The extra cost of ordering 100 tonnes at a time is £1,100 - £1095.45 = £4.55. The operations manager
therefore should feel confident in using the more convenient order quantity.

WHEN TO PLACE AN ORDER - THE TIMING DECISION

✽ Operations principle
For any stock replenishment activity, the timing of replenishment should reflect the effects of uncertain
lead-time and uncertain demand during that lead-time.

Both demand and the order lead time are likely to vary to produce a profile which looks something like
that in Figure 12.12 . In these circumstances it is necessary to make the replenishment order somewhat
earlier than would be the case in a purely deterministic situation.

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Continuous and periodic review
The approach we have described to making the replenishment timing decision is often called the
continuous review approach. This is because, to make the decision in this way, there must be a process
to review the stock level of each item continuously and then place an order when the stock level reaches
its re-order level. The virtue of this approach is that, although the timing of orders may be irregular
(depending on the variation in demand rate), the order size (Q) is constant and can be set at the
optimum economic order quantity. Such continual checking on inventory levels can be time-consuming.
An alternative and far simpler approach, but one which sacrifices the use of a fixed (and therefore
possibly optimum) order quantity, is called the periodic review approach. Here, rather than ordering at
a predetermined re-order level, the periodic approach orders at a fixed and regular time interval. So the
stock level of an item could be found, for example, at the end of every month and a replenishment order
placed to bring the stock up to a predetermined level. This level is calculated to cover demand between
the replenishment order being placed and the following replenishment order arriving.

Two-bin and three-bin systems

The simple two-bin system involves storing the re-order point quantity plus the safety inventory
quantity in the second bin and using parts from the first bin. When the first bin empties, that is the
signal to order the next re-order quantity.
Sometimes the safety inventory is stored in a third bin (the three-bin system), so it is clear when
demand is exceeding that which was expected.

HOW CAN BE INVENTORY CONTROLLED?

- Inventory priorities – the ABC system
Although annual usage and value are the two criteria most commonly used to determine a stock
classification system, other criteria might also contribute towards the (higher) classification of an item:
● Consequence of stock-out
● Uncertainty of supply
● High obsolescence or deterioration risk

SUPPLY CHAIN MANAGEMENT

Supply chain management is the management of the interconnection of organizations that relate to
each other through upstream and downstream linkages between the processes that produce value to
the ultimate consumer in the form of products and services. It is a holistic approach to managing across
company boundaries.
✽ Operations principle
The supply chain concept applies to the internal relationships between processes as well as the external
relationships between operations.

Logistics, physical distribution management and distribution

● Transportation
● Storage
● Warehousing
● Materials handling
● Security
● Order processing and communication

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● Order processing and communication

HOW DO SUPPLY CHAINS BEHAVE IN PRACTICE?

The bullwhip effect – supply chain dynamics -> Miscommunication in the supply chain

HOW CAN SUPPLY CHAINS BE IMPROVED?

Some of the improvement effort has been focused on improved information systems that permit supply
chain managers to know more precisely and faster exactly items which are in the chain. Some efforts
have involved improving relationships with suppliers. But, at a more fundamental level, supply chain
performance improvement often requires an attempt to understand the complexity of supply chain
processes and to co-ordinate activities throughout the chain.

The SCOR model

The Supply Chain Operations Reference Model (SCOR) is a broad, but highly structured and systematic,
framework to supply chain improvement. The framework uses a methodology, diagnostic and
benchmarking tools that are widely accepted for evaluating supply chain activities. The model uses three
well-known individual techniques turned into an integrated approach. These are:
● business process modelling: source, make, deliver, plan, return
● benchmarking performance: can measure how successful it is in achieving its desired positioning
within the competitive environment, as measured by the performance of a particular supply chain
● best practice analysis: current, structured, proven, repeatable, unambiguous method, positive impact
on results
Benefits of the SCOR model: improved process understanding and performance; improved supply chain
performance; increased customer satisfaction and retention; a decrease in required capital; better
profitability and return on investment; and increased productivity.

MATERIALS REQUIREMENTS PLANNING (MRP)

Materials requirements planning (MRP) is an approach to calculating how many parts or materials of
particular types are required and what times they are required.

MASTER PRODUCTION SCHEDULE

The master production schedule (MPS) forms the main input to materials requirements planning and
contains a statement of the volume and timing of the end products to be made.
SEMANA 1 2 ...
Demanda Quanto vai vender na semana
Disponível Unidades em mãos ao final da semana
Estoque de segurança Estoque de segurança
Recebimento planejado Quanto vai receber na semana
Liberação de ordem Quanto vai pedir na semana e receber em LT

^Fazer para produtos dependentes e coordenar LTs e liberações de ordem para atender à demanda.

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